Joint Application Development Presentation CSSE591 Summer 01 Tony Thai
Today s Agenda Introduction My Experience on JAD Background and Motivation JAD Philosophy Why JAD? What is JAD? Overview of Meeting Room Layout and Participants Overview on Planning and Conducting JAD Things can make JAD go bad Tips from Experts Summary References
My Experience on JAD
Background and Motivation Collecting requirements is an inherently difficult problems. IBM developed the JAD technique in the late 1970's. It is considered as the best method for collecting requirements. A typical JAD project is from 3 to 6 months. For large-scale project, it is broken down into sections with separate JAD s for each.
JAD Philosophy JAD concept is based on 4 ideas: The users who do the job have the best understanding of that job. The developers have the best understanding of how technology works. The business process and the software development process work the same basic way. The best software comes out of a process that all groups work as equals and as one team with a single goal that all agree on.
So, what is JAD? JAD is a technique that allows the developments, management, and customer groups to work together to build a product. It is a series of highly structured interviewed sessions aimed at reaching consensus on a project s goal and scope. A typical JAD project is from 3 to 6 months.
Why JAD? Because JAD helps to correct some common people and process mistakes in software development. Problems: Friction between developers and users; lack of user inputs; and lack of sponsorship. Solution: JAD actively involves users and management in the development project Problems: Requirement Gold-Plating and Feature Creep Solution:JAD reduces function creep by defining it early from the beginning. It helps designer's delay their typical "solution fixation" until they understand the requirements better.
Why JAD? (continue) Problems: Inadequate requirement and design Solution: JAD helps to avoid the requirements from being too specific and too vague, both of which cause trouble during implementation and acceptance. JAD reduces the amount of time required to develop systems since it eliminates process delays and misunderstandings and improves system quality. By properly using transition managers, and the appropriate users, the typical cultural risk is mitigated while cutting implementation time by 50%.
Typical JAD Meeting Room 41' - 0" F o o d & Refreshments Flipchart O ve rh e a d Projector B la ckb o a rd IS Professionals & O ther O bservers Users and M anagers C o m puter P ro je ctio n D e vice Facilitator 30' - 0" Scribe W o rkstation P rin te r Source: Systems Analysis and Design Methods, 4th Edition
JAD Participants Typically include: Sponsor Facilitator End users: 3 to 5 Managers Scribes: 1 or more Observers: 2 to 3 Domain Experts
JAD Participant - Sponsor Role: to give full support to the systems project by encouraging designated users to willingly and actively participate in the JAD session(s). Decision maker: Sponsor makes final decisions regarding go or nogo direction of the project.
JAD Participant - Facilitator Role: plan the JAD session, conduct the session, and to follow through on the results. Keep executive sponsors involved and participants working together Lead the discussion of issues, encourage the attendees to actively participate, resolve issue conflicts that may arise, and ensure the goals and objectives of the meeting are fulfilled. Establish the ground rules that will be followed during the meeting and ensure that the participants abide by these rules.
JAD Participants - Users and Managers These participants are normally chosen by the project sponsor. Users role: Effectively communicate business rules and requirements, review design prototypes, and make acceptance decisions. Managers role Approve project objectives and establish priorities, Approve schedules and costs, and approve identified training needs and implementation plans.
JAD Participant - Scribes Role: Scribe is responsible for keeping records pertaining to everything discussed in the meeting. These records are published and disseminated to the attendees immediately following the meeting in order to maintain the momentum that has been established by the JAD session and its members. One or more scribes for a JAD sessions
JAD Participants - IS Staff Role: IS personnel listen and take notes regarding issues and requirements voiced by the users and managers. Normally, IS personnel do not speak up unless invited to do so. Any questions or concerns that they have are usually directed to the JAD leader immediately after or prior to the JAD session. The makeup of the IS staff usually consists of members of the project team.
Planning Overview on Planning and Conducting JAD Sessions Most JAD sessions span a three- to five-day time period and occasionally last up to two weeks. The success of any JAD session is dependent upon proper planning and effectively carrying out that plan.
Overview on Planning and Conducting JAD Sessions Conducting a JAD Session To successfully conduct the session, the leader should follow these guidelines: Avoid the use of technical jargon. Apply conflict resolution skills. Allow for ample breaks. Encourage group consensus. Encourage user and management participation without allowing individuals to dominate the session. Make sure that attendees abide by the established ground rules for the session.
Overview on Planning and Conducting JAD Sessions Conducting a JAD Session The end product of a JAD session is typically a formal written document. This document is essential in confirming the specifications agreed upon during the session(s) to all participants. The content and organization of the specification is obviously dependent on the objectives of the JAD session. The analyst may choose to provide a different set of specifications to different participants based upon their role.
Things can make JAD go bad People aren t up-front or have hidden agendas Slow communication and long feedback time Weak or no support from upper management Bad documentation
Tips from JAD experts Lighten the load Handouts, one-hour interviews and review transcript. The results can become the basic of JAD sessions. Park it! Write offending issues down and address them at a more appropriate time Get it in writing Document as much of the project as you can Do it together Set time frames and deadlines jointly
Summary JAD is task force of users, managers and developers. It can be costly, but highly effective. Objectives Gather / define requirements Discuss business need Methods Team usually meets at specific location Team has project leaders and recorder(s) Key users participate in intense development effort
References and Associated Reading Jane Wood, Denise Silver, Joint Application Development, John Wiley & Associates. Jeffrey Whitten, Lonnie Bentley, Systems Analysis and Design Methods. Alan Cline, Joint Application Development (JAD) for Requirements Collection and Management, www. Carolla.com